Leadership is about stewardship, not ownership.

Opportunity and Need for Division wide Leadership Development

There is a pressing need to discover and cultivate development of promising ANR leaders at all levels of the organization.  Ever increasing complexity of issues and demands for accountability, efficiency and overall effectiveness require the evolution of individual leadership capabilities to ensure ANR’s future relevance and survival.  In addition, ANR is facing a loss of distinguished and seasoned leaders in campus and county-based units throughout the state over the next decade.  ANR’s Leadership Development Oversight Committee (LDOC) is charged to respond to the growing and vital need for leadership development among ANR members.

ANR Leadership Assumptions

Primary assumptions to frame and guide leadership development for Division members are that leadership is:

• Individual and contextual – following different pathways for different people.
• An ongoing process requiring flexibility and consideration for life and career passages as well as the needs of the organization and society.
• Situational involving convergence of leader, follower and the specific situation.
• The ability to follow as well as to lead, and to move between the two roles.
• Building bridges among people and ideas – through collaboration and team work.
• Appreciating diversity, practicing inclusion and striving for unity.
• Continuous development of skills to guide the organization through complex situations today and in the future – focusing on strategic not tactical issues and solutions.
• Fundamentally a commitment to service – essential for ANR members to fulfill the land grant mission.

 ANR leadership development -- comprehensive plan outlined

1.       Plan and Conduct ANR Member Orientation:  Complete and distribute ANR orientation handbook with leadership component.  Plan and conduct engaging, inspiring 2-day ANR Orientation program for 50+ new ANR members by June 2006.  Encourage interaction among all new academics including AES scientists, CE advisors & specialists, academic coordinators, etc.  Include assessment of leadership and other skills, interests, preferences.  Develop an annual program for new employees.

2.       Identify and Engage Promising Leaders:  “Tap”, mentor, engage and involve new members on ANR committees and planning activities, etc.  Identify promising leaders, mentors, trainers from ANR county-based/campus based units.  Involve current positional leaders in planning and action.  Recruit and build effective mentors.  Allow for multiple approaches – dealing with cultural differences within organization.  Effectively encourage involvement in workgroup activities, committee work, etc.

3.       Increase Individual and Organizational Effectiveness: Increase Individual and organizational effectiveness thorough skill building in communication, building effective relationships, resiliency, strategic thinking, organizational behavior, people skills, etc.  Use ANR members to gather materials, resources and expertise to provide training programs.  Integrate leadership skill development opportunities in all planned ANR events, conferences, etc.

4.       Train and Develop Mentors:  Develop “best practices” for mentoring materials and workshop to deliver to 50 county directors and 60+ department chairs and other current administrators/leaders, e.g. Program Leaders, Associate Deans, REC Directors, etc.).

5.       Develop Leadership Capacity:  Through participation in focused, intensive leadership skill development, practice and feedback.  Leadership project and engagement with cohort group over 1-2 year period of time – linked to other programs.  Include reflection and evaluation.  Select participants from individuals considering positional leadership roles and prospective positional leaders identified by current leaders and peers.

6.  Establish County Director Task Force:  Develop strategy and plans to identify and foster development of individuals to become county CE program directors.  Provide training and support to improve retention and overall job satisfaction with current and new county directors.

ANR Leadership Development Program Graphic Model

Expected Outcomes

• Effective leaders possessing both leadership and management skills.
• Competent individuals eagerly assuming key leadership roles in ANR.
• Improved organizational effectiveness and overall job satisfaction.
• Improved, mission-based ANR research and extension programs.
• Greater visibility and appreciation of the value of ANR programs and personnel to the state of California.

 Action needed

ANR needs its own program that can address California’s unique situation and issues engaging more ANR members. By being a local program ANR will be able to provide “more bang for the buck”.   Program needs to be comprehensive, integrating academics and staff over time engaging all ANR members in leadership development and service.  Next steps are to:

• Achieve an authentic and enduring institutional commitment and buy-in including active support of the Vice President, Deans, Associate Vice President and other ANR leaders.
• Dedicate the budget and human resources needed to plan and conduct a coordinated system wide campaign.
• Re-charge ANR’s Leadership Development Oversight Committee to work collaboratively with other ANR members and cooperators to complete overall plan and implement the strategy.
• Coordinate and link ANR’s leadership development program with regional, national and other efforts.

LDOC Background & Charge - Aug. 24, 2005